CIVL 1101
Problem Solving - Chapter 11
1/9
Putting It All Together
Putting It All Together
] When faced with a problem, bring many principles of
different building blocks to bear on the problem at the
same time
Evaluate the Solution
Implement the Solution
Decide the Course
of Action
Generate Solutions
Define the Problem
Define the Problem
Define the Problem
“Start with an open mind”
“Don’t jump to conclusions”
] Collect and analyze information and data
] Talk with people familiar with the problem
K.T.
Problem
Analysis
] View the problem
] Confirm all findings
Finding out
where the
problem
came from
Problem
Definition
Techniques
Statement
Restatement
Exploring
the
problem
Present state
desired state
&
Duncker
diagram
Generating Solutions
Generating Solutions
] “Nothing is more dangerous than an idea, when it is
] “Nothing is more dangerous than an idea, when it is
the only one you have.”
Evaluate the Solution
Implement the Solution
Decide the Course
of Action
Generate Solutions
Define the Problem
the only one you have.”
] Once you have defined the problem you want to make
sure you generate the best solution.
] Many times mental blocks hinder your progress toward
a solution.
CIVL 1101
Problem Solving - Chapter 11
Recognizing Mental Blocks
2/9
Recognizing Mental Blocks
] The first step to becoming a better problem solver is
to understand what conceptual blocks are and how
they interfere with problem solving.
Perceptual Blocks
Emotional Blocks
] A conceptual block is a mental wall that prevents the
problem solver from correctly perceiving a problem or
conceiving its solution.
Cultural Blocks
Environmental Blocks
] The most frequently occurring conceptual blocks are
perceptual blocks, emotional blocks, cultural blocks,
environmental blocks, intellectual blocks, and
expressive blocks.
Intellectual Blocks
Expressive Blocks
Osborn’s Checklist
] A technique used to generate additional ideas related
to those already defined
Osborn’s Checklist for Adding New Ideas
Adapt?
How can this idea be used as is? What are
other uses it could be adapted to?
Modify?
Change the meaning, material, color, shape,
odor, etc.?
Magnify?
Add new ingredient? Make longer, stronger,
thicker, higher, etc.?
Random Stimulation
] Random Stimulation is a technique which is especially
useful if we are stuck or in a rut. It is a way of
generating totally different ideas than previously
considered and can “jump start” the idea generation
process and get it out of whatever current rut it may be
in.
] Introduce “weird” ideas during brainstorming.
] Choose randomly a word from the dictionary. Use that
word to generate other words that can simulate the flow
of ideas.
Osborn’s Checklist
Osborn’s Checklist for Adding New Ideas
Minify?
Split up? Take something out? Make lighter,
lower, shorter, etc
Substitute?
Who else, where else, or what else? Other
ingredient, material, or approach?
Rearrange?
Interchange parts? Other patterns,
layouts? Transpose cause and effect?
Change positives to negatives?
Combine?
Combine parts, units, ideas? Blend?
Compromise?
Other People’s Views (OPV)
] When approaching a problem that involves the
thoughts and feelings of others.
] Imagining yourself in the role of the other person
allows you to see complications of the problem not
considered previously.
CIVL 1101
Problem Solving - Chapter 11
Futuring
3/9
Analogy and Cross-fertilization
] Examine the problem carefully to make sure the real problem has
been defined.
] Now, imagine yourself at some point in the future after the
problem has been solved. What are the benefits of having a
solution?
] “Look around” in the future. Try to imagine an ideal solution to
the problem at hand without regard to technical feasibility.
Remember, in the future, anything is possible.
] Make statements such as: “If only (this)
happen, I could solve....”
would
] It is well documented that a number of the most important
advances in science, engineering, art, and business come from
cross-fertilization and analogies with other disciplines.
] Here ideas, rules, laws, facts, and conventions from one discipline
are transferred to another discipline.
] There are four steps you can use to solve problems by analogy:
1) State the problem,
2) Generate analogies (this problem is like trying to. . .),
3) Solve the analogy, and
4) Transfer the solution to the problem.
] Dare to change the rules! The best solutions to some problems
are contrary to conventional wisdom.
The Fishbone Diagram
] Fishbone diagrams are a graphical way to organize and
record brainstorming ideas. The diagrams look like a
fish skeleton.
] To construct a fishbone diagram the following
procedure is used:
1. Write the real problem in a box (or circle) to the right of the
diagram. Draw a horizontal line (the backbone) extending
from the problem to the left side:
The Fishbone Diagram
2. Brainstorm potential solutions to the problem
3. Categorize the potential solutions into several major
categories and list them along the bottom or top of the
diagram. Extend diagonal lines from the major categories to
the backbone. These lines form the basic skeleton of the
fishbone diagram:
Category 1
Category 2
Real
Problem
The Fishbone Diagram
4. Place the potential solutions related to each of the major
categories along the appropriate line (or bone) in the diagram
Category 1
Solution
] Problem solvers must juggle priorities all the time
Evaluate the Solution
Solution
Solution
Real
Problem
Solution
Category 3
Deciding the Course of Action
Category 2
Solution
Solution
Real
Problem
Category 4
] Sorting and organizing
your ideas is a valuable
effort in the solution
process
Implement the Solution
Decide the Course
of Action
Generate Solutions
Define the Problem
CIVL 1101
Problem Solving - Chapter 11
Deciding the Course of Action
] Once the real problem is defined and you have generated
a number of possible solutions, it time to make some
decisions:
Deciding the Course of Action
] An Organizational Approach for Decision Making
KT Approach (Kepner–Tregoe Approach)
Situation Analysis
\ Decide which problem to work on first
(Where are we?)
\ Choose the best alternative solution
\ Decide how to successfully implement
the solution
Problem
Analysis
Past
What is
the faults?
KT Situation Analysis
Potential
Problem Analysis
Present
Future
How to correct
the fault?
How to prevent
future faults?
Situation Analysis
(Where are we?)
Problem
Analysis
] Measure each problem using the following criteria:
\ Timing
\ Trend
\ Impact
Decision
Analysis
KT Problem Analysis
] KT Situation Analysis can be helpful in deciding which
problem receives the highest priority
Decision
Analysis
Potential
Problem Analysis
] Experienced problem solvers:
\ Ask the “right” questions
\ Interview as many people as necessary
] Each of the criteria are evaluated
for there degree of concern:
] A technique used in KT Problem Analysis is:
\ High (H)
\ Medium (M)
\ Low (L)
\ Distinctions
KT Problem Analysis
KT Decision Analysis
Situation Analysis
Situation Analysis
(Where are we?)
Problem
Analysis
4/9
Decision
Analysis
(Where are we?)
Potential
Problem Analysis
Problem
Analysis
Decision
Analysis
Potential
Problem Analysis
] What is the problem and what is not the
problem?
] How to choose the “best” solution from a number of
alternatives
] Where did the problem occur? Where is
everything OK?
] Write a concise decision statement
] When did the problem first occur? When was
everything OK?
] What is the magnitude of the problem?
\
\
\
\
Collect and analysis information and data
Talk with people familiar with the problem
If possible, view the problem first hand
Confirm all findings
CIVL 1101
Problem Solving - Chapter 11
5/9
KT Decision Analysis
Situation Analysis
] Musts
(Where are we?)
Problem
Analysis
Decision
Analysis
KT Decision Analysis
Potential
Problem Analysis
\ If a solution satisfies all musts
then the solution is a “go”
] Specify the objectives of the decision
] Divide these objectives into two categories:
\ If a solution does not satisfy any
one of the musts then the solution
is a “no go”
musts
and
wants
are mandatory to a successful solution
] Wants are desirable but nor mandatory
KT Decision Analysis
KT Potential Problem Analysis
Situation Analysis
] Assign a weight (1 - 10) to each want
on how important it is to you
(Where are we?)
Problem
Analysis
] Assign a rating (0 - 10) as to how
well it satisfies the wants
Potential
Problem
A.
] A score for the solution can be determined by
multiplying the rating by the weight
B.
KT Potential Problem Analysis
] Identify how serious each problem is
] How probable is it that the problem will occur?
Decision
Analysis
KT Potential Problem Analysis
Possible
Preventive
Causes
Actions
1.
2.
1.
2.
] List all possible causes
] Develop preventive actions for each cause
Contingent
Actions
Implementing the Solution
] There are a number of techniques that will facilitate
the implementation process
Evaluate the Solution
Once Problems are identified
Potential
Problem Analysis
Implement the Solution
Decide the Course
of Action
Generate Solutions
Define the Problem
CIVL 1101
Problem Solving - Chapter 11
6/9
Planning
Implementing the Solution
Decide
Approval
Approval
Approval
Approval
Evaluate
Planning
Planning
Carry
CarryThrough
Through
Follow
Follow Up
Up
Implementation
KT
Situation
Analysis
Time and
Resource
Allocation
Gantt
Gantt
Charts
Charts
Necessary
Necessary
Resources
Resources
Critical
Critical Path
Path
Management
Management
Planning
] Many people use a personal organizer to keep track of
activities and commitments
KT Potential
Problem
Analysis
Planning
Gantt Chart
July
Aug
Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr
May
Task 1 - Literature Review
Task 2 - Feasibility Study
] We will discuss four types of organization methods:
\
\
\
\
Gantt Chart
Coordination and development
Critical path
Necessary resources
Task3 - Development of
Prototype
Task4 - Laboratory Study
of Prototype
Task4a - Static Flow
Task4a - Dynamic Flow
Task5 - Data Acquisition
Task6 - Report Preparation
Planning
] Critical Path - Organizing critical tasks along
a time line
] Develop an understanding of how one task
effects other tasks in the project
] Use extensively in the construction
industry
] Constructing a critical path is a dynamic
process
Critical Path Example
] Critical Path for Thanksgiving Dinner
Prepare
Prepare casserole
casserole with
with
potatoes,
potatoes, spices,
spices,
butter
butter and
and milk
milk
Bake
Bake sweet
sweet potatoes
potatoes
o
350
for 11 hrs
hrs
350o for
Clean
Clean and
and stuff
stuff
turkey
turkey
Cook
Cook turkey
turkey
350
350oo for
for 77 hrs
hrs
Bake
Bake casserole
casserole
o
350
for 2.5
2.5 hrs
hrs
350o for
Remove
Remove turkey
turkey and
and
casserole
casserole from
from oven
oven
Prepare
Prepare
pie
pie crust
crust
Clean
Clean
house
house
Prepare/add
Prepare/add
pie
pie filling
filling
Set
Set
table
table
Bake
Bake
o
pie
pie @425
@425o
Serve
Serve
meal
meal
CIVL 1101
Problem Solving - Chapter 11
Planning
Critical Path Example
] Critical Path for Thanksgiving Dinner
Prepare
Prepare casserole
casserole with
with
potatoes,
potatoes, spices,
spices,
butter
butter and
and milk
milk
Bake
Bake sweet
sweet potatoes
potatoes
350
350oo for
for 11 hrs
hrs
Clean
Clean and
and stuff
stuff
turkey
turkey
Cook
Cook turkey
turkey
o
350
for 77 hrs
hrs
350o for
Necessary Resources
Bake
Bake casserole
casserole
350
350oo for
for 2.5
2.5 hrs
hrs
Remove
Remove turkey
turkey and
and
casserole
casserole from
from oven
oven
Prepare
Prepare
pie
pie crust
crust
Clean
Clean
house
house
7/9
Bake
Bake
o
pie
pie @425
@425o
Serve
Serve
meal
meal
Prepare/add
Prepare/add
pie
pie filling
filling
] Typically resource are divided into
five categories:
\
\
\
\
\
Set
Set
table
table
Personnel
Equipment
Travel
Supplies
Overhead
Planning
] Revealing the Solution - “It’s like peeling an onion”
14,925
7,462
$
$
14,925
7,462
$
$
15,360
60,134
$
7,903
III. Travel
$
2,000
IV. Operating Expenses
$
15,000
V. Subcontract - Dr. Russell Deaton - The Univeristy of Arkansas
Total Direct Costs
$
$
37,597
122,634
VI. Facilities & Administration Costs @ 15% MTDC
$
18,395
Total Project Costs
ow
Kn
II. Fringe Benefits
@ 17.65% of IA+IB
sis
he
nt
is
Sy alys ion
t
n
$
$
A
ca on
pli
si
Ap hen
re
ge
mp
Co
led
I. Salaries and Wages
A. Principal Investigator, C.V. Camp
Summer, 2 month @ 66.67%
Extra Compenstation (1 month academic year @11.11%)
B. Shahram Pezeshk
Summer, 2 month @ 66.67%
Extra Compenstation (1 month academic year @11.11%)
C. Undergraduate Research Assistant
2 @ $6/hr (1280 hours)
Subtotal I
Planning
$ 141,029
Planning
Revealing the Solution
Planning
Revealing the Solution
] Evaluation -
] Application -
] Synthesis - formulation of problem statement and testing
] Comprehension - understanding, manipulation, and/or
qualitative and quantitative judgements about
how material and methods satisfy problem criteria
procedures from “fuzzy” situations
] Analysis - break the problem into parts, identify missing,
redundant, and and contradictory information
applied
organize which set of activities will be
extrapolation of information generated or identified in the
application step
] Knowledge - remembering previously learned material
CIVL 1101
Problem Solving - Chapter 11
Evaluation
] After implementation, a final evaluation of
the solution is needed
Evaluate the Solution
Implement the Solution
Decide the Course
of Action
8/9
Evaluation
Guidelines for evaluating your solutions
] Does it completely solve the problem?
] Is the solution ethical?
] Does the solution endanger people or
the environment?
Generate Solutions
Define the Problem
Evaluation
Evaluation
General Guidelines
The McMaster Five–Point Strategy
] Evaluation should be a ongoing process
] Check that the solution is blunder–free
] Examine your solutions at each phase
of the project
] Check the reasonableness of results
] Have an independent review of your work
] Check that criteria and constrains
are satisfied
] Do a KT Potential Problem Analysis
] Ask questions!!
] Check the procedure and logic
of your arguments
] Confirm ALL findings!
Evaluation
Ethical Considerations
] “Solutions are not always black and white with regard
to ethics, but shades of gray”
] Ethics Checklist
\ Is it legal?
\ Is it balanced?
\ How will it make me feel about myself?
\ Will it make me proud?
Evaluation
The Five P’s
Purpose
Pride
Patience
Persistence
Perspective
CIVL 1101
Problem Solving - Chapter 11
End of Chapter 8
9/9